Iie Kaizen Events Best Practices
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Kaizen Event Best Kaizen Event Best PracticesPractices
IIE Twin Cities Chapter
Agenda:
• Welcome
– IIE Announcements
• Boston Scientific
• Polaris Industries
• Andersen Corporation
• Panel Q&A
2
Chapter 38 Chapter 38 AnnouncementsAnnouncements
IIE Twin Cities Chapter
• Randy Wahlstrom - President
• Christy Finger – Board Member Opening
• Dan Thury – April Event (Seagate)
http://www.iienet2.org/chapter/chap038/index.html
Kaizen Events at Maple Grove Operations
4 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
What does Kaizen Mean?
Japanese term • “Kai” means “Change”• “Zen” means “for the better”
Kaizen: Continuous Improvement
Concept• Small incremental
improvements• Improvements add up over time
Kaizen does not necessarily mean an event or “Blitz”
5 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
What is a Kaizen Event?
•Continuous Improvement Event– Dedicated Resources– Specific Goals & Deliverables– Short time frame
•Also known as– Rapid Continuous Improvement Event– Rapid Fire Lean– Kaizen Blitz– Lean Event
6 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Why Kaizen Events?
KaizenCurrent State
Future State
(Lean)
Kaizen drives the improvements which lead to a leaner business operating system
7 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Kaizen Events convert opportunities
Sched
ule
Schedule
Value Stream Mapping
Process: Taxus Liberte MR
Date: 3/14/06Name: Pam Heller, Mike Smith, Randy Collins, Randy Gerard, Will Padin
Current State Future State Ideal State
Takt Time = 84 seconds
Hypotube Assy.
x2
3 Shifts
C/T = 18 sec
Yield = 100%
Injection Molding
x2
3 Shifts
C/T = 18 sec
Yield = 99%
Extrusion
x2
3 Shifts
C/T = 2 sec
Yield = 99%
3 Shifts
C/T = 55 sec
Yield = 87%
C/O = 10 min
Central Material Location
x1
Line Staging Area
x1
T/A MR Line #2
x14
3 Shifts
C/T = 70 sec
Yield = 93%
C/O = 10 min
Plasma Treat
x1
3 Shifts
C/T = 8 sec
Yield = 100%
HPC
x2
3 Shifts
C/T = 8 sec
Yield = 100%
DESResin Supplier
Creganna(Core Wires)
Avacena(Heat Shrink)
Inspection
x1
3 Shifts
C/T = 9 sec
Yield = 100%
FI FO
I0 Units HPC
I0 units
Pre Insp.
I88 units
Post Insp.
I0 units
I100 units
OnlineI
O units@ Plasma
Treat
I16,676 units
IHypos = 582
Balloons = 264
Production Control
Hypos = 5,143Inners = 38,843
Outers = 15,981
Balloons = 14,088
Heat Shrink = 31,368
I@ Tower
Balloons = 0Tubing = 350
I9,568 unitsI
4,000 wires
Balloons
x2
IStorage
Balloons = 274Tubing = 80,000
Weekly
IInners = 9,552
Outers = 127,800
Weekly S
chedule
Daily Schedule
Orders
Ord
ers
Manual
Manual
Manual
IOnline:
Hypos = 210Inners = 4676Outers = 1406Balloons = 50
HS = 2118
0 sec 0 sec 65 sec 8 sec 8 sec 9 sec
27 days 8 days 1 day 0 days 0 days 0 days 5.4 days
LT = 41.4 daysC/T = 145 sec
55 sec
ScheduleOrders
Withdrawal
Material Flow STAR
Project
Improve Supplier
Requirements
CML only for consignment
Material flow from T/A to
DES
Yield Improvements
Goal = 96%
Downtime Tracking System
C/T ImprovementsComponent
Issuing Strategy
NCMR Throughput Reduction
Streamline Line
Clearance
Polarized Light & Prox
IR Laser
Improve SFP format
Material Flow STAR
Project
Improve Supplier
Requirements
CML only for consignment
Material flow from T/A to
DES
Yield Improvements
Goal = 96%
Downtime Tracking System
C/T Improvements
Component Issuing Strategy
NCMR Throughput Reduction
Streamline Line
Clearance
Polarized Light & Prox
IR Laser
Improve SFP format
Material Flow STAR
Project
Improve Supplier
Requirements
CML only for consignment
Material flow from T/A to
DES
Yield Improvements
Goal = 96%
Downtime Tracking System
C/T Improvements
Component Issuing Strategy
NCMR Throughput Reduction
Streamline Line
Clearance
Polarized Light & Prox
IR Laser
Improve SFP format
C/T Improvements
Component Issuing Strategy
Improve Supplier
Requirements
C/T Improvements
8 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Into current state realities
9 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
What is the goal of an Event?
Improve an area of the business• Process Waste Reduction• Space Reduction• Labor Efficiency• Quality or Mistake Proofing• Output Improvement• Throughput
Manageable• Pick items that can be done right away• Not about big projects – new machines, new buildings, etc.
Employee Involvement• Culture change• Trying out ideas
10 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
What does an event look like?
Dedicated Resources• No other responsibilities for event duration
– 8 hours for 4 days (Mfg)/8 hours for 2-3 days (BPI)
• Core Team Members– Leader (IE, BPIL, other)– Product Builders, functional reps (2)– Supervisor (from the target area)– Subject matter expert (IE, ME, QE, other)– At large participant (Operations)– At large participant (Non-operations)
11 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
What does an event look like?
Core Team Expectations• Work as a group throughout the day
– No rank, no title
• Hear out every member’s ideas• Everyone must be a full participant
– No observers
• Ideas should be tried & tested• Group decides on direction• Accountable to the goals established
12 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
What happens during an event?
Planning• Week 1
– Select project & team leader– Communicate with target areas
• Week 2– Select team members, define scope & goals– Write work plan/charter
• Week 3– Confirm commitments & gather some data– Re-communicate with target areas
13 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
What happens during an event?
Week 4 – Event Week• Day 1
– Training for event– Map & assess current state
• Day 2– Determine improvements, implement
• Day 3– Pilot changes
• Day 4– Review project– create presentation– present to management
14 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
What happens during an event?
Weeks 5, 6 & 7 – Follow up• Prioritize open action items• Report to management & core team
– Open Items– Achievement of goals & deliverables
• Additional event if necessary (shorter)• Close out project & document (informal)
– Archive work plan– Label photos– Scan all data collected– Communicate with target area
15 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Kaizen Events at BSC
16 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Q1 Kaizen Event - Issuing in TAL
Wrong/Mixed Component NCMRs in TAL
0
1
2
3
4
5
6
Month
NC
MR
's
Goal:
Reduce wrong component or mixed component NCMRs for all Laser Assembly Lines
Achieved:
Four NCMRs during implementation and 0 in the last 4 months
Kaizen
17 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Q1 Kaizen Event- Sterling Balloon Tower Changeover
Goal:
Reduce the changeover time by 50% for the Sterling Balloon Towers
Achieved: Reduced Set-Up Time from 78 minutes to 26 minutes, a 66% reduction.
Balloon Changeover Time By Month
78
37 34 32 29 26
0
10
20
30
40
50
60
70
80
90
Jan '06 Feb '06 Mar '06 Apr '06 May '06 Jun '06
Month
Cha
ngeo
ver
Tim
e (m
inut
es)
Goal
Kaizen
18 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Set-Up Method for Molder
Process Name/Procedure Number:
Part Number/Product Name:
Takt Time:
Cycle Time:
Standard Inventory:
Cycle Time
Description of operation Critical Factors Notes Seconds
1 Add water to hot bathReduces chances of having to do it during production time
2Pass last batch molds to inspector Inspector will kit up batch (molds, SFP, etc) for line
clearance
3 Do Line Clearance
4 Get kitted batchKit must include new molds, SFP, data sheets & stretched tubes
5 Sign SFP for molding
6 Change heat clamps if needed This is only for NBS
7 Verify molds and record on SFP
8 Scan SFP into computer and verify program
9 Adjust arms of tower
10 Trim tubing NBS and FBS-SEG will take longer due to back-off
11 Load tubing into molds
12 Load molds into machine and start cycle For NBS, pre-fill water
13 Start cycle
If FBS, load next tubes. If FBS-SEG or NBS, wait for brief inspection to be made to determine if adjustments need to be made.
14 Unload molds from machine
15 Unload balloons from molds
16 Hand to inspector and get feedback from inspector
17 Make adjustments if needed If new molds are needed, clean molds by hand
18 Repeat steps 10-17 as needed
Seq
uen
ce
Standard Work MethodBatch Set-Up for MolderSterling Balloons
19 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Q2 Kaizen Event - Cardwire and Molding 1 Cell
Goal:
Reduce Throughput by 50% and Reduce WIP by 75%
Achieved:
94% Reduction in throughput,
90% Reduction in WIP,
100 sq. ft. of open production space
Cardwire WIP
192
5 5 5 5 50
50
100
150
200
250
Mar '06 Apr '06 May '06 Jun '06 July '06 Aug '06
Month
Hou
rs O
f WIP
Goal
Kaizen
20 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Pre-Event Layout
Fin
ished
Cart
Start
21 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Post-Event Layout
22 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Maple Grove Findings
• Proper planning is key to success• Involve management in planning process
– Scope & deliverables
Event Goal: Targeted improvement to a real issue Scope: What are you going to work on, and what aren’t you.
Physical Deliverables: WC vs. TT graphs, VSPs, Standardized work sheets, check lists, Poka yoke devices, plan for sustainment
Successful Completion Criteria: Real 40/20/25/50 improvement, Test runs, etc.
Benefits: Value stream improvement towards space utilization, productivity, throughput time or yield
Start Date Enter Start Date of Event End Date
23 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Maple Grove Findings
• Engage management in process– Kickoff– Wrap up
• Follow up is key– Master list of events– Quarterly updates– Monthly management report outs– Post event training – lose momentum!
• Training – Standard Work– Garbage in/Garbage out
• Facilitators– Need to be trained, experienced
24 Confidential information of Boston Scientific Corporation. Do not copy or distribute.
Maple Grove Findings
• Document your success
Before Kaizen:
After Kaizen:
Improvements:1. Developed new cleaning system using visually standardized changeover carts and dedicated cleaning PB for all lines (no added headcount)2. 40% reduction in cleaning variation time - 3.14 hours with standardized carts3. Carts identified by batch minimizing risk of contamination (separate clean & dirty carts)4. Eliminated production interruptions and cleaning process from changeovers 5. Established consistency across lines6. Updated and clarified process 7. 13 closed CIS suggestions, 6 determined to be out of scope
Opportunities:1. Clean/dirty cleaning carts very unorganized2. Cleaning time not standardized and great variation seen between lines - longest time 5.19 hours3. Clean/dirty items stored on same cart posing risk of contamination4. Cleaning during changeovers can cause production interruptions and PB is taken from line to clean5. Many gray/undefined areas in cleaning process6. 19 open CIS cleaning suggestions
25
Spirit Lake, IA
26
• About Polaris For more than 50 years, Polaris has been making machines that not only take you out there, they offer you a way out. A break from the routine. An escape from the ordinary. A moment of freedom.
Snowmobiles came first in 1954 and quickly established a track record for advanced engineering. All-terrain vehicles followed in 1985, and since their introduction have set the standard for performance and innovation. 2005 marks the milestone of the 2 millionth ATV to roll off our assembly line. 1992 saw the arrival of our personal watercraft and their unprecedented combination of power and comfort. Then in 1997, the Polaris RANGER was born, creating a whole new class of off-road utility vehicles. In 1998, we introduced Victory Motorcycles, the first all-new American-made motorcycle from a major company in nearly 60 years and four years later turned the motorcycle industry upside-down by launching the first factory custom-order program and the sleek Victory Vegas cruiser.
Of course, there's more to having a great time than just a great ride. So we also make Pure Polaris parts and accessories designed to match our machines better than anything off the shelf, and a full line of apparel and collectibles to stylishly capture the spirit of Polaris. We even offer financial services to make getting on our machines, and out into the open, easier than ever.
27
Polaris Production Sites
Spirit Lake – Victory and Ranger
Roseau- ATV and Snowmobiles
Osceola – Metal stamping/bending and Engines
Vermillion – PG&A Distribution
28
Why Kaizen?
• Employee Engagement at all levels.
• Benchmarking of several companies who practice lean.
• Proven method of continuous improvement .
29
The Lean Journey • First Kaizen team 8/2005
• Kicked off My Idea Kaizen 11/2005
• Started Value Stream Mapping 12/2005
• In 2006 Kaizen Teams saved/avoided $ 285,000 (2 teams per month)
30
Kaizen Event Selection
• VSM
• My Idea Kaizen (individual Kaizen)
• Request from Supervisors and Engineers
31
Team Leader Selection
• Engineering/Tech group
• Supervisor/Lead group
• Manager group•
I am looking forward to adding hourly people to this list !
32
Team Leader Training
• Why Kaizen?
• Expectations
• Event Checklist
• Employee Empowerment
• 5S
• Lean Principles
• VSM
33
Team Member Selection
• 6-8 Team Members per team
• From all areas of the plant based on skill needed for team subject
• Other Polaris sites
• Suppliers
34
Lean Training
• Pens are Us 4 hour session (Simulation to show how to go from a traditional manufacturing environment to a lean environment )
• Kaizen Toast (DVD) (This covers all the lean principles in a very simple way and is a great refresher )
• 2007 Waste Hunt Training
35
Event Checklist
36
Event Checklist
37
Event Checklist
39
Panel Q & Panel Q & AA
IIE Twin Cities Chapter
40
Join us for dinner Join us for dinner at Claddagh’sat Claddagh’sDowntown Maple Downtown Maple GroveGrove
IIE Twin Cities Chapter
Directions to Claddagh's from Boston Scientific:Directions to Claddagh's from Boston Scientific:1) Left on Weaver Lake Rd (0.8mi)1) Left on Weaver Lake Rd (0.8mi)2) Right on Elm Creek Blvd (1.0mi)2) Right on Elm Creek Blvd (1.0mi)3) Left on Main St (0.1) - Claddagh's will be on your 3) Left on Main St (0.1) - Claddagh's will be on your right hand side.right hand side.